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Cracks in Diversity Research: The Effects of Diversity Faultlines on Conflict and Performance
16 references·16 citing·40 second hopsampled
Cracks in Diversity Research: The Effects of Diversity Faultlines on Conflict and Performance (2003)Cracks in Diversity Research: The Effects…Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups (1999)Why Differences Make a Differ…Demographic Diversity and Faultlines: The Compositional DYnamics of Organizational Groups (1998)Demographic Diversity and Fau…A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups (1997)A Qualitative Analysis of Con…The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves (1996)The Influence of Top Manageme…DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS. (1996)DISTINGUISHING THE EFFECTS OF…A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict (1995)A Multimethod Examination of …TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE. (1992)TOP MANAGEMENT TEAM DEMOGRAPH…Demography and Design: Predictors of New Product Team Performance (1992)Demography and Design: Predic…Being Different: Relational Demography and Organizational Attachment (1992)Being Different: Relational D…The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)The measurement and anteceden…Work Group Demography, Social Integration, and Turnover (1989)Work Group Demography, Social…Top management and innovations in banking: Does the composition of the top team make a difference? (1989)Top management and innovation…Rediscovering the Social Group: A Self-Categorization Theory. (1989)Rediscovering the Social Grou…Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior. (1986)Organizational commitment and…Towards a cognitive redefinition of the social group. (1981)Towards a cognitive redefinit…The attraction paradigm (1972)The attraction paradigmElaboration, Generalization, Triangulation, and Interpretation (2016)Elaboration, Generalization, …Utilizing the firm's resources: How TMT heterogeneity and resulting faultlines affect TMT tasks (2014)Utilizing the firm's resource…A Theory of Subgroups in Work Teams (2012)A Theory of Subgroups in Work…A meta-analysis of the consequences of virtualness on team functioning (2012)A meta-analysis of the conseq…Group Faultlines (2011)Group FaultlinesDemographic faultlines: A meta-analysis of the literature. (2011)Demographic faultlines: A met…The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes (2010)The faultline activation proc…Diversity faultlines, shared objectives, and top management team performance (2010)Diversity faultlines, shared …When and how do differences matter? An exploration of perceived similarity in teams (2008)When and how do differences m…Unlocking the effects of gender faultlines on team creativity: Is activation the key? (2008)Unlocking the effects of gend…The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration (2007)The Effects of Diversity Faul…Does top management team diversity promote or hamper foreign expansion? (2007)Does top management team dive…When surface and deep-level diversity collide: The effects on dissenting group members (2006)When surface and deep-level d…Social Identity in Industrial and Organizational Psychology: Concepts, Controversies and Contributions (2005)Social Identity in Industrial…Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict (2004)Surface‐ and deep‐level diver…SUBGROUP DYNAMICS IN INTERNATIONALLY DISTRIBUTED TEAMS: ETHNOCENTRISM OR CROSS-NATIONAL LEARNING? 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References

  • 1990The measurement and antecedents of affective, continuance and normative commitment to the organization11,669 cited
  • 1989Rediscovering the Social Group: A Self-Categorization Theory.7,159 cited
  • 1972The attraction paradigm4,369 cited
  • 1986Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.4,076 cited
  • 1995A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict4,046 cited
  • 1999Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups3,358 cited
  • 1989Top management and innovations in banking: Does the composition of the top team make a difference?2,950 cited
  • 1992TOP MANAGEMENT TEAM DEMOGRAPHY AND CORPORATE STRATEGIC CHANGE.2,928 cited
  • 1996DISTINGUISHING THE EFFECTS OF FUNCTIONAL AND DYSFUNCTIONAL CONFLICT ON STRATEGIC DECISION MAKING: RESOLVING A PARADOX FOR TOP MANAGEMENT TEAMS.2,582 cited
  • 1992Being Different: Relational Demography and Organizational Attachment2,429 cited
  • 1997A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups2,166 cited
  • 1996The Influence of Top Management Team Heterogeneity on Firms' Competitive Moves2,136 cited
  • 1998Demographic Diversity and Faultlines: The Compositional DYnamics of Organizational Groups2,065 cited
  • 1981

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Towards a cognitive redefinition of the social group.
1,831 cited
  • 1992Demography and Design: Predictors of New Product Team Performance1,822 cited
  • 1989Work Group Demography, Social Integration, and Turnover1,666 cited
  • Cited by

    • 2004Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict435 cited
    • 2012A Theory of Subgroups in Work Teams423 cited
    • 2011Group Faultlines391 cited
    • 2005Social Identity in Industrial and Organizational Psychology: Concepts, Controversies and Contributions383 cited
    • 2007Does top management team diversity promote or hamper foreign expansion?382 cited
    • 2006When surface and deep-level diversity collide: The effects on dissenting group members342 cited
    • 2010The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes316 cited
    • 2004SUBGROUP DYNAMICS IN INTERNATIONALLY DISTRIBUTED TEAMS: ETHNOCENTRISM OR CROSS-NATIONAL LEARNING?308 cited
    • 2008Unlocking the effects of gender faultlines on team creativity: Is activation the key?273 cited
    • 2010Diversity faultlines, shared objectives, and top management team performance272 cited
    • 2016Elaboration, Generalization, Triangulation, and Interpretation262 cited
    • 2011Demographic faultlines: A meta-analysis of the literature.243 cited
    • 2008When and how do differences matter? An exploration of perceived similarity in teams216 cited
    • 2012A meta-analysis of the consequences of virtualness on team functioning200 cited
    • 2014Utilizing the firm's resources: How TMT heterogeneity and resulting faultlines affect TMT tasks197 cited
    • 2007The Effects of Diversity Faultlines and Team Task Autonomy on Decision Quality and Social Integration197 cited